Posts from the ‘Shared Leadership’ Category

A brief moment for reflection and encouragement

By Way-Ting Chen

My 25th year college reunion was a couple of weeks ago (those of you who know the Blue Garnet founding story know my business partner Jenni Shen also hails from Swarthmore, and she was lucky to attend the reunion). I was disappointed to have missed it, and all the fun and nostalgia that comes with seeing people for the first time in decades, and (re)discovering who they have become in the meantime.

That said, while I missed the in-person fun, I caught some glimpses of the reunion virtually. One post by an onsite classmate included a comment made by the president of Swarthmore College, Valerie Smith (see right). And it gave me pause.

This call to action challenges us to turn inward and examine our own mindset, assumptions, biases and behaviors, even as we collaborate with others to make the world a better place.

Reading this filled me with pride at being part of an institution that would invoke this challenge. More importantly, it relates to an important point of view that Jenni and I intentionally built into our work at Blue Garnet:  No one goes at it alone. It’s the team’s blend of individual strengths that makes us powerful.

The work of social change asks a lot of each of us. And no matter how hard we may try, we alone are not the answer. It takes longer and more energy to do the internal homework that makes each of us comfortable with complexity and ambiguity, in order to effectively join forces with others in pursuit of social change. Yet, this is what we need to do – individually, as a team, and in collaboration with our community.

The process of effective systems change and business model transformations must be inclusive and can be trying. For me, when I am “stuck” in the struggle with no obvious way out, these words remind me that the conditions are ripe for creativity and, potentially, a new path forward:

“It may be that when we no longer know what to do,

we have come to our real work

And when we no longer know which way to go,

We have begun our real journey.

The mind that is not baffled is not employed.

The impeded stream is the one that sings.”

~ Wendell Barry

This summer let’s make time for internal reflection and external aspiration, so we can break through the struggle, and in community with our partners, all be the better for it.

 


Want more content like this directly to your inbox? Sign up for our newsletter here!

Millennials, the Future, and your Workplace

By Sofia Van Cleve and Shannon Johnson

At Blue Garnet, we have a motto: Think long-term, plan for the short term. We want people to think about strategies and solutions for not only today’s needs, but also needs in the future. To what extent do you know the future needs of your team? Your clients? Your community?

It’s a heady question, but we are here to help. While many people tend focus on the tech changes ahead— like the double-edged sword of innovation, technology, and Big Data— we urge you to also consider the changes in people ahead. Namely, Millennials. We think it’s worth your time to learn about this generation, so we compiled some of our learnings and takeaways from recent market research for a corporate strategy project, culture assessment for a regional nonprofit, and “DEI” discussions and workshops.

Millennials are already the largest generation in the labor force and they will become the future leaders of our organizations and our country. Millennials are:

  • Those born between 1981 and 1996*1
  • Now largest generation in the labor force—over 56 million working or looking for work2
  • More educated and racially diverse than previous generations1
  • Urban: they flock to urban areas for the lifestyle benefit and job opportunities, despite higher cost of living3. Also, more Millennial families live in cities than in suburbs4
  • Purpose-driven: companies that prioritize innovation and societal improvement via their business lower Millennial employee turnover and increase loyalty5

And they value…

  • Inclusion and diversity emphasized in the workplace—(including perspective, culture, and lifestyle)5
  • Flexibility: many attracted to the gig economy for flexible schedules and lure of supplemental pay5
  • Experiences: Several successful brands appeal to the younger audience using experience marketing, creating physical spaces for connection and community6

What does all this mean for your workplace? Between volunteers, board members, leaders, and staff – workplaces often are comprised of 4, if not 5, different generations. It can be challenging to work across them to create shared leadership. Be honest, have you ever heard or thought: “Ugh! Millennials are taking over!,” “Why do Millennials feel entitled to such extreme work flexibility?” or “Why can’t Millennials get off their phone for a second?”

It’s important to acknowledge (and even say out loud) that different generations have different norms, values, and “pet peeves”7. However, you can equip yourself and your team to work through the conflicts and determine how to best engage and employ workers across all generations.

Here are some questions7 to mull over at your next coffee break (or matcha break, in true Millennial fashion):

  • How can you expand your conversations to prepare for the future? By focusing and aligning discussions around your organization’s desired future impact, individuals across generations (not just Millennials!) are more likely to be engaged and motivated to make it happen. Pro Tip: make sure you start with together defining a common language about impact.
  • What does the future look like for the people you serve? How will you listen to, learn from, and include your constituents in addressing their changing needs? And what does this mean for your team?
  • To what extent have your leaders evolved their leadership styles? Emerging norms are for leaders to champion change and build a purposeful culture. Sometimes that means creating space for younger people to challenge, innovate, and teach.
  • How do your culture and services factor in generational preferences? How often do you look without blame from different perspectives at your strategies and workplace? In what ways do you seek, listen, and learn from the input of others? How do differing perspectives come to a decision in a healthy way?

We hope this entry sparks some creative thinking on building a healthy cross-generational culture at your organization. Let us know your reactions and experiences related to these questions?

 


Notes:
* According to Pew Research Center, though exact cutoff birth years for Millennials is contentious in generational theory
Source 7: “When Your Normal is My Trigger: Working Successfully Across Multiple Generations in the Workplace and the Link to White Privilege;” 5/21/19 presentation by Barbara Grant and Linda Nageotte at Washington Nonprofit Conference

A holiday hello from Way-Ting

As we near the end of 2018 and reflect on a very full year, I wanted to share a thought that I hope will carry you through the winter holidays and into the new year.

Back in September, at the Southern California Grantmakers conference, speaker john a. powell (Director, Haas Institute for a Fair and Inclusive Society) spoke at great length about “Othering,” or what he defined as THE problem of the 21st Century. The intervention that combats Othering, he said, was Belonging. This resonated deeply with me, and has taken my thinking around diversity and inclusion to a new level.

We all long for a sense of belonging: familiarity, acceptance, and welcome. There is comfort and safety in knowing that you and your loved ones belong in your “tribe.” For my children, I hope this sense of belonging translates into the type of love and fearlessness that will move the world eventually.

In some sense, this is also what we strive for in the social sector—that those we serve would belong and thrive in their communities. From helping a child with a disability access therapeutic services, to developing the symbiotic connection between humans and our natural environment, to geeking out on how to institutionalize organizational capacity being built, Blue Garnet’s client work would not succeed without a “belonging,” of sorts, between us and our client partners.

Here at Blue Garnet, our network of relationships reflect a range of our intrinsic passions and “learner” interests. As a result, we belong to multiple “tribes,” or communities, so to speak. Whether it’s building an inclusive B-Corps community in Los Angeles, learning with NNCG’s popular DEI series, communing with our charter school peeps at ExEd, or contributing to the SCG evaluation and learning group, we are grateful to belong to diverse and intersecting communities of change makers.

My Swedish-American teammate Sofia tells me that the Swedish word for belong, “hör hemma,” has the root word “home.” In this holiday season, we hope that you “hör hemma” at home with your loved ones. Remember: we are all in this together—change, renewal, impact, justice. Let’s continue to strive for Belonging in 2019!

 

Happy holidays from all of us at Blue Garnet!

Way-Ting

 

Hearts of Garnet—Swarthmore Spotlight

By Way-Ting Chen

At Blue Garnet, we celebrate Thanksgiving together every year with a “leftovers lunch” the week following the holiday. At this year’s lunch, I was especially grateful for my (and Jenni’s!) alma mater, Swarthmore College, which played an integral role in the founding of Blue Garnet. Jenni and I met and quickly became friends at Swarthmore, where we honed our passions and abilities for lasting social change. After graduating, we were roommates in New York before moving to opposite coasts, going to business school, and landing at competing management consulting firms. Yet both of us felt called to make a difference in our community, together.

Blue Garnet was born in 2002, named with a nod to our beloved alma mater, whose symbol is The Garnet. As a semi-precious stone, the garnet also represents honesty, loyalty, and true friendship. We wanted to pay homage to Swarthmore, for its role in bringing me and Jenni together, and for helping to make us the change agents that we are. Not only that, when we started the firm, a rare garnet was found in Madagascar that in certain lights looked blue or green. We loved that idea of transformation and change—it worked beautifully. We are proud that Blue Garnet resembles a “mini-Swarthmore” through its ethos, team of learners, and small-by-design environment, which reminds us of where we came from and where we still want to go.

To learn more about our Blue Garnet origin story and Swarthmore, click here to read the Swarthmore College Bulletin article.

 

Jennifer Li Shen and Way-Ting Chen, co-founders of Blue Garnet

Blue Garnet’s pro tips for every social enterprise

 

By Sofia Van Cleve

Building an impactful social enterprise is far from easy. Through the ups and downs of Blue Garnet’s 15+ years working in social impact consulting and building our own social enterprise, we’ve learned some huge lessons in social entrepreneurship the hard way. In late April, we had the chance to talk about these learnings at Social Enterprise Alliance-LA’s new event, the Professional Services Night. Along with six other volunteering organizations—spanning social media, tech, law, and strategy consulting—Blue Garnet was happy to provide our pro bono help to the participants.

 

The creativity and passion we saw during the night got us super excited about new social enterprises in LA and wanting to share some tips with social entrepreneurs at large. Our co-founder, Way-Ting Chen, and the attendees explored how to improve their existing organizations or build their entrepreneurial dream with an eye for impact. Daniel Nash, a music composer and web designer, said Way-Ting’s help was “Phenomenal—I got the next steps for my business idea and steps down the line that I had no idea about. She helped me think ahead and know what resources I need to connect with and when I will need them.” We loved chatting with people like Daniel (and not just because he gave us the nicest compliment in the entire world!), but we don’t want to be stingy with our advice. So we’re going “open source” with our recommendations, hoping they’ll help other social enterprises out there, too.

 

If you want to maximize your impact and develop a high-performing organization, you need to make sure your organization has the following four components.

What You Need to Know About Impact as a Social Entrepreneur:

  1. Organizational clarity: Start with the end in mind. What impact are you trying to achieve through your social enterprise? What are the top three things YOU need to do really well to get there?
  2. Shared Leadership: Bring others on board to do this together and build your team to complement your strengths.
  3. Healthy Economics: Align your business model to your goals by focusing on who your target client is, what you offer them that truly makes a difference, and how you can afford to do so over time.
  4. Accountability for Results: Define your 10 key measures of success related to both impact and performance. Gather and analyze relevant data for insight, then iterate your strategy.

It’s okay if you don’t have all of these right now. The good news is that you can build them over time. If you have questions or want to build these for your organization, please contact us at sofia@bluegarnet.net.

 

We hope that the Services Night and Blue Garnet sharing these four tenants of impact will inspire social entrepreneurs in LA and beyond!

 


A special thanks to SEA-LA and Danny Brown for organizing this event, and West Monroe Partners for hosting! Thanks also to Daniel Nash for your incredibly kind words (we’re still blushing!).

All Aboard!: A Tool for Changemakers to Create Impact

by: Marcelo Pinell

Setting sail on the sea of social impact can be a daunting and overwhelming feat. Some, out of fear, have yet to leave shore while others have been tossed and turned by the challenging waves of the social sector. As the newest member to step on board Blue Garnet, I have been privileged to navigate these vast waters with a team of skilled and experienced social impact geeks who have steered through the rough seas, withstood the storms and driven the high winds of strategy to help leaders and their teams chart their ultimate impact.

Recently, I had the opportunity to witness these social impact geeks in action as I provided support for our Impact Formula Strategy Lab series. We had three eager organizations initially commit to investing in the development of their strategic thinking for three sessions spread across May through July. I was able to join the second session in June and watched the teams progress all the way up to a fourth session this November, which was later added due to popular demand. As it turns out, the work done during this Lab series was not what I expected. The following are some key insights that I walked away with after the Lab. I hope my reflections serve as a fresh perspective on the value of this Lab series in helping leaders create impact.

 

The right dosage can help leaders and their teams address their outcomes

Truth be told, not every nonprofit can afford consultants who can extensively work with them one-on-one for months on end. Plus, some nonprofits may not even need the full services of a consulting firm. Strategy Lab Session 4 PhotoThe Strategy Lab proved this point for me. Providing the correct dosage of support can help leaders and their teams address their outcomes. From May through July (and then once more in November), we trained and educated teams from three organizations. Once a month, they attended a half-day session in which they actively learned, participated, and worked through their Impact Formula. These teams would then go back to their organizations to work on assignments from the session and would return for another session the following month to gain more clarity and continue to build on their work. It was an iterative process that demanded hard work, but after the Lab series, these teams left with the tools and confidence they needed to head back as change agents for their organizations.

 

Consultants are not the changemakers, leaders are!

I’m sure you’ve heard this proverbial saying before: “Give a man a fish, and you feed him for a day. Teach a man to fish, and you feed him for a lifetime.” I began to see this proverb unfold before my eyes as I watched the Lab participants wrestle with strategic questions. More than giving them a business model, the Lab gave participants the time and space to work as a team with other people in their organization, which is typically difficult to do due to competing priorities and schedules. Additionally, the Lab allowed participants to gain awareness of a holistic view on achieving their “ends,” ask key learning questions and acquire strategic tools so they could think critically about their organization’s impact.

The assumption so often is that the professional consultant creates the impact. Though there is a place for consultants, no one can replace the passion and hours that these leaders give to the people they serve. If you can help equip a leader and deputize them as a change agent, then he or she can build a culture of change.

 

Reaching your intended impact is an intense, iterative and invaluable process

During the Lab, all of the teams got on board and steered through some serious strategic questions. As they sought to gain clarity, though, I noticed that their comfort articulating their theory of change interestingly and surprisingly took a slight dip during the second session. Strategy Lab Session 2 photoOn a scale of 1 (low) to 5 (high), the teams rated their comfort articulating their theory of change a 3.6 after the first session, which then dropped down to a 3.3 after session 2. By the third session, however, the rating jumped back up to a 3.8. The data seems to point to the reality of the intense and iterative nature in building discernment. From my perspective, the teams were initially shocked by some big waves regarding their theory of change, but they gained more confidence and clarity over time to create a vision for impact.

The teams were able to create a vision for impact not only because they iterated on their own work, but also because they learned from each organization’s different approach to tackling its Impact Statement. The value of peer learning was so great that the teams asked for a fourth session, which we completed last week. This additional session allowed the teams to check-in and hold each other accountable to their work.

Navigating the waters of social impact can be overwhelming, but the opportunity to help these organizations map out their impact was an invaluable journey for both them and me. I jumped on board the Lab and saw that it provides the right dosage to help these changemakers “zero in on impact.” Great job, teams! I look forward to the impact that comes forth as a result of your labor. Keep on sailing!

What do you get when you mix international development, problem solving, and a love of dance?

Blue Garnet is proud to introduce our newest pragmatic idealist, Leah Haynesworth! Leah is joining us as an Analyst, which means she’ll be rolling up her sleeves on the research and analysis that fuels our client work and on building our firm culture. Giselle Timmerman, a BG team member for almost nine years, sat down recently to welcome Leah and help you all get to know her. Here are some highlights from their conversation…

Giselle: Let’s start with your “why” – Why did you choose Blue Garnet?

Leah: For two reasons. One: I love solving complex problems and I’m very analytical, which draws me to consulting. Two: I’m passionate about social impact – I’ve worked in international development in both Uganda and New York and interned in corporate social responsibility (CSR) at NBCUniversal and The Walt Disney Company. So I feel that Blue Garnet offers me the perfect opportunity to apply my skills and experiences to help organizations better achieve social impact.

Giselle: Perfect combo indeed! What kinds of projects are you hoping to dig into?

Leah: Well, I’ve just started working with one of our corporate clients on Board leadership, so I’m eager to expand what I know about CSR. Blue Garnet also works with quite a few arts organizatinos, and I am also a trained ballet, modern, and jazz dancer, so it would be great to work with them. And I really am analytical by nature; it’s my default state. So I’m excited to apply that strength.

Giselle: The BG team takes developing our strengths seriously and we help clients do the same. You’ve taken a few strengths assessment surveys—apart from being analytical, what other strengths do you frequently rely on?

Leah: I loved taking these strength assessments and found them really interesting. Perseverance is one of my top strengths and I definitely am very goal-oriented. When I get involved in something, I have every intention of completing it.

It was a bit surprising to see that humor was my top VIA strength. I definitely like to be goofy and I tend to get along with different types of people, but it’s not always something I share right away. Fairness and judgment are also big ones for me. When I initially meet someone, I usually give them the benefit of the doubt.

Giselle: Where do you think your fairness comes from? Does your upbringing play a part?

Leah: I hadn’t really thought about it, but yes! My siblings are twins, so I had a front-row seat to an emphasis on sharing and fairness. 

Giselle: I’m curious to know more about your experience in Uganda. What was that like?

Leah: It’s a difficult experience to put into words. I really loved learning about international development in the field. And I learned something everyday, personal or professional—ranging from how to communicate in Luganda, the local language, to the sensitive issues surrounding working with commercial sex workers.

Giselle: So how did you shift from being an English major at Princeton University to being passionate about social impact?

Leah: While in undergrad, I studied in South Africa and volunteered as a teacher in a township that was in a poorer area of the city. I was deeply impacted by the dichotomy between rich and poor, blacks and whites. So then I was inspired to go back to Africa after I graduated and my passion for working in the social sector snowballed from there. That’s why I pursued work in Uganda and it’s also what eventually led me to USC’s Master of Public Administration program.

Giselle: I know that you collaborated on consulting projects with several local organizations while pursuing your MPA. A large part of Blue Garnet’s work is helping organizations make the shift to an impact thinking and doing mindset. In your own words, what does it mean for an organization to have a longer-term focus on impact?

Leah: I think it means that an organization is always looking to make its desired vision and strategy real. In other words, instead of only concentrating on social impact for specific projects, programs, and initiatives, an organization with a long-term focus on impact attempts to incorporate social impact into its organization overall and searches for ways to push the limits of its organizational capacity for social change.

Giselle: Finally, I have to ask, what’s your honest first impression of BG’s culture?

Leah: My third interview was with the entire team, which cemented my feeling that BG was the right place for me. I feel welcomed and part of a community of people who are smart and work hard, but don’t take themselves too seriously – that can be hard to find!

Click here to learn more about Leah and the rest of our team.

 

 

Setting (and achieving) goals take guts!

by: Giselle Timmerman and Taylor Chamberlin

Over the last several months, we’ve explored two of the three key components to setting and achieving individual goals (see developing a vision and establishing a plan). Today, let’s finish by tackling the final component: commitment and guts.

achieving goalsWhen you have developed a vision and established a plan to achieve it, the third step to effective goal-setting is to make these behavioral changes stick.

Much like a muscle, you can exhaust your willpower when you use too much of it. Plan ahead to conserve willpower and prevent yourself from slipping into situations that deter you from your goal. For instance, dieters can preempt future desires by knowing before entering a restaurant exactly what they will do and say when the dessert menu comes. To stay on track and accomplish your goal, identify a handful of obstacles that could block progress and decide exactly what you will do if these hurdles arise.

Another way to ensure perseverance towards your goal is to develop courage in small ways. To activate a “growth mindset,” you’ll need to manage fear of failure by courageously embracing mistakes as a necessary part of learning. Find creative ways to push yourself by exercising courage, and as an added benefit you will build your sense of self-efficacy, thus improving your ability to stick to your goal. I find Eleanor Roosevelt’s adage useful: Do something that scares you everyday.

Lastly, ensure that the activities you must do to achieve your become habits, which require far less willpower to maintain. To build new habits:

  1. Use cues that trigger your unconscious mind, such as a framed photo of mom next to the phone.
  2. Be honest with yourself every day on what you did to make progress. Ask yourself: How much effort did I put in today? How much progress did that create?
  3. Hook a new habit to an old one. This can be as simple as remembering to floss after you brush.
  4. Reduce the level of “activation energy” it takes to start your new habit. For example, put your running shoes right by the door, or keep your to do list visible on your desktop to easily tackle when you are waiting on hold.
  5. Enlist an accountability partner or coach (every great performer, from athletes to surgeons to managers now use them) and include them in the process of achieving your goals and building your habits.

There you have it – a researched and empirically tested way to dramatically improve your ability to achieve your goals. Blue Garnet works with clients to define and achieve success at the organizational level, but it’s a treat to share with you some tips for planning at the individual level.

Please let us know how you put your goals into practice, and what your experience has been with learning to achieve them. And of course if you have any questions, email us at hello@bluegarnet.net!

You’ve got a goal–what comes next?

by: Giselle Timmerman and Taylor Chamberlin

There are three key components to setting and achieving individual goals: developing a vision (see our post on this topic here), establishing a plan, and committing to the journey. Last month, we shared how you can develop a clear vision; today, let’s tackle planning for success.

Planning

You know your goal and why it matters to you. Most people stop here, and that is why so many goals fall to the wayside (over half of Americans don’t make it to June on their New Years Resolutions[1]). Consider the reality of where you are today, and what actions or improvements are necessary to close the gap between where you are now and where you want to be. To focus your energy on activities that matter to successfully achieving your goal, ask yourself: What areas do I need to develop to realize this goal?

Think of the 3-4 activities that matter most to achieving your goal—the “how” to achieve your “what” (i.e. your goal)—as your “big rock” activities. Here is a quick clip from Franklin Covey explaining why we must prioritize the big rocks in our life to accomplish our goals. Write down your 3-4 activities in priority order, to translate your goal into real behaviors that get rid of any wiggle room.

For example, say I want to learn a new language. First, I would do some visioning and define the exact proficiency level I am aiming for, and then I would define the major activities needed to be successful, such as signing up for a class and finding a language partner. After you write down the major activities (big rocks) to achieve your goal, jot down any resources or tools related to those activities that you would need.

Stay tuned for part 3 of our goal-focused series, coming next month!

 


 

[1] Mona Cholabi, data journalist at FiveThirtyEight, on NPR, January 4, 2015 

Set a vision, then make your individual goals “SMART-EST”

by: Giselle Timmerman and Taylor Chamberlin

business08It’s hard to believe, but we are already more than halfway through 2015. Are you coasting along with your New Year’s resolutions? Or, like over a third of all Americans, did you give up before the making it through January[1] (no judgment, we promise)? Regardless, we believe the principles of effective organizational goals apply to you as an individual, so we’d like to share some surefire strategies for setting and following through on your goals.

The research is clear: those who set effective goals are happier and more successful in their personal and professional lives. There are three key components to setting and achieving individual goals: developing a vision, establishing a plan, and committing to the journey. We’ll explore each of these components over the course of this summer but today, let’s tackle part one: developing a vision.

Visioning

Select a goal you want to accomplish. To make sure it is right for you right now, test it using the following three filters:

  1. Are you excited and motived to accomplish it? If your motivation is below a 7 on a 10-point scale, consider revising or selecting a different goal.
  2. Does this goal help you to be who you really want to be?
  3. Do you have the skills and resources to start making progress tomorrow? If your answer is not a solid “Yes!” then this is where the help of a coach can be extremely useful.

You may have heard of “SMART” goals, but to be exceptional, we recommend you make your goal the SMARTEST it can be:

Specific – Clear and detailed (e.g., call my sister weekly vs. have a better relationship with my sister).
Measurable –Criteria and tools to monitor progress (e.g., run a 5k by May vs. get more exercise).
Attainable – Achievable, but still challenging. Otherwise, this goal is nothing more than a wish or dream.
Realistic – Logical, given your time, money, resources, and skills.
Time-bound – Limited by a deadline, otherwise you may sow the seeds of procrastination.
Emotional – Triggers intrinsic motivation. Does the goal give you goose bumps when you think of achieving it?
Significant – Should contain words of special meaning. What is your “why”? Why would you regret not accomplishing your goal?
Toward – Invokes a growth mindset by focusing on how you can learn. A growth mindset means effort matters, making challenges or setbacks easier to deal with.

After running your goal through the three filters and making it “SMARTEST,” you should have something that is ready to polish. Goals that are vivid are more compelling and thus more likely to be achieved, so take ten minutes to detail what you are striving for. What does accomplishing this goal look like? Feel like? How would your life be different if you were doing this thing all of the time?

For example, if you’re excited, motivated, and ready to train for a triathlon, close your eyes and imagine crossing the finish line at the end of the race. Envision the crowds, imagine your tired muscles, and picture displaying your medal prominently at your house. Then write down your vivid and compelling vision, along with your succinct goal statement.

Once you have polished your goal into a meaningful statement (worthy of showcasing as a new your desktop background), you’ve completed part one! Let us know how you decided what your goals for 2015 are in the comments below.

[1] Franklin Covey Survey, 2008, n=15,031